As a group, the org decides course of action, this is lateral
or horizontal decision making. Once all agree, consensus, then
the leader can act in vertical fashion because all have had a
stake in its creation. Problems arise in top down
situations.

Manager's assumptions about people become self-fulfilling
prophecies. If you have low expectations you will get low
productivity.

Conflict

If conflicts arise people tend to:

withdraw

become apathetic, passive, indifferent

resist (sabotage, featherbedding, deception)

try to climb hierarchy to better jobs

form groups (unions)

teach children negative things about work

Improving HR Management

David Owen Wales 1771, knitting mills. Stopped child labor,
sent them to schools. He cared for his workers by giving clean
safe homes. Preschool, child care, and schools. He knew value
of human capital.

Invest in People

hire right

Reward well

Provide job security

Promote from within

Train and Educate Dewey: Learn by doing OJT

Share the wealth

Empowerment

Autonomy and Participation

Job Enrichment and Cross-Utilization

Teaming

Democracy and Egalitarianism

TQM = Total Quality Management

T-Groups: "sensitivity training," participants and
researchers quorum after session to discuss observations.
Trainers and participants join in groups as a sort of "plenary."
Honest feedback is crucial.

Survey workers re motivation, communication, leadership,
climate.

OD = Organization Development became product of TQM, T-groups, and Surveys.

Political Frame

Sees orgs as alive screaming arenas. Political Frame appears to
be primary determinant of success in certain jobs. p 278
Focus of the political Frame is not on resolution
of conflict, but on strategy and tactics.

Agents

Symbolic Frame

Organizations reek of symbolism from the edifices they work in to
their mascots, colors, and products. That some company names
have become words, ie xerox, scotch tape, coke, attest to the
power of symbolism.

Meaning, belief, and faith are central to symbolism

not what happened but what it means

how people interpret

life is ambiguous

symbols are created to eliminate confusion, ambiguity

To provide direction, and anchor hope and faith

They form culture tapestry, myths, rituals, ceremonies, and
stories.

sees life as more fluid than linear

embody and express culture

symbols help find meaning in chaos, give clarity in
confusion, predictability in mystery

myths, fairy tales, stories provide explanations

rituals and ceremonies give heritage

Metaphor, humor, and play loosen up and provide depth to
situation.

MYTHS: Provide stories behind the story. They can blind us to
new info and learning opportunities. Myths are not authority.
They can keep us sane. All orgs rely on myths or sagas. Myths
create internal cohesion, sense of direction, confidence.

STORIES & FAIRY TALES: They convey info, morals, values.

RITUAL: Gives structure and meaning to daily life. Morning
Coffee. Used to create order, clarity, and predictability.
Intiate newcomers.

CEREMONY: Grander than Ritual, more elaborate, less frequent.
They punctuate special events.

METAPHOR, HUMOR, & PLAY show "as if" quality of symbols.
Metaphor: Cook says he is a professional, an artist, a business
person and a worker. Humor allows for loosening of tension.

Integrating Frames

Hypertext

Reframing in Action

Essence of reframing is examining the same situation from
multiple vantage points to develop holistic picture. Each Frame
provides advantages, but also blind spots.

Structure: ignores everything outside jurisdiction, rules,
policies, org charts. Does this mean schools should be
concerned with things in the home etc? Reliance on structure
negates other frames influence.

Human Resources: can cling to romanticized view of human
nature. Not all are looking for growth and collaboration.

Politics: clinging can create cynicism and mistrust. Often
misunderstood to be amoral, scheming, and unconcerned about the
common good.

Symbolic: can be mere fluff or camoflage

Pages 282-293 provide a great look at how to utilize the
frames in action. Cindy Marshall in new position and how she
could handle given situations to her advantage/disadvantage.

Leadership

Leadership has great reverence.

Not tangible

It exists only in the relationships and in the imagination
and perceptions of the engaged parties.

We expect leaders to persuade or inspire not coerce

We expect leaders to produce cooperative efforts

Obedience to leaders is voluntary not forced

Authority is often an impediment to leadership

Leaders make things happen and things make leaders happen.

Context determines what to do

Leaders are not independent actors

Leadership is a sutble process of mutual influence fusing
thought, feeling, and action to produce cooperative effort in the
service of purposes and values of both the leader and the
led.

Single frame leaders fail!

Good leaders have vision, strength, commitment and are
situational (they adapt).

They set standards, create focus and direction, ability to
communicate vision, doing work well, inspire trust and build
relationships, honesty.